Introduction
A multinational Silicon Valley hiring firm has diversity issues in its US office. Most recruiters hired are white males, mainly due to the circumstances of Ivy League attendance. Recruitment rates have fallen in the last few years while the demand for specialists has increased. In addition, the Equal Employment Opportunity Commission (EEOC) is unhappy that the company’s roster does not feature enough diversity hires. This paper will review and address various measures an HR can implement to improve the hiring process.
Problems with Potential Candidate Characteristics
Regarding potential candidate characteristics, several issues need to be addressed. The first problem is that all candidates must have an Ivy League education. It is stated that recruiters are selected for their charm, communication skills, and industry experience. The most viable approach would be to include other universities that offer the same qualifications and have a higher percentage of women and people of color (Syed & Ozbilgin, 2019).
The second issue is the demand for industry experience since the IT industry is a male-dominated area. This can be avoided by offering internship programs and learning on the job to increase the number of potential candidates. Finally, there is no specific demand for diversity hires. If the company needs to hire specific groups of people to satisfy the quota imposed by EEOC, the characteristics should reflect that.
Problems with the Company’s Recruitment and Selection Process
The company’s recruitment and selection process does not reflect what it needs to increase its diversity. The first problem is that the process is highly automated for the first two stages that disseminate most candidates. This approach is very egalitarian, and candidates are judged by their experience and skills rather than their racial and gender diversity, which contradicts the announced goals (Syed & Ozbilgin, 2019).
The second problem revolves around the fact that gender, race, and disability required by EEOC are not a criterion in the selection process. Finally, the third problem is that the existing workplaces are already occupied by white males, making them an uncomfortable majority for diversity hires.
Multicultural and Diversity Planning Concepts
To make the company a better place and increase its popularity with various minority groups and the EEOC, several multicultural and diversity planning concepts will be applied. First, the company must commit to at least 50% of its workforce comprising women, people of color, and disabled individuals (Williams & Wade-Golden, 2023). Some of the existing workforce will have to be let go to achieve that goal.
While the loss of valuable, loyal, and dedicated personnel is regrettable, more room must be made to address social justice issues. Secondly, all non-minority employees must be educated on diversity and how it trumps skills and education (Williams & Wade-Golden, 2023). Doing so would increase the trust and understanding between different groups. Any employees disagreeing with these goals should be replaced, opening the door for even more diverse hires.
Addressing EEOC Complaints and Technology Firms’ Concerns
The proposed changes already address the complaints that EEOC and technology firms have. To ensure further compliance, the company ought to request a full EEOC audit and provide standards for equal opportunity hiring that the firm should follow. These standards ought to be followed and exceeded, if possible, to ensure that the customers and the overarching government structures are satisfied.
Summary and Conclusions
Silicon Valley is currently experiencing a drop in recruitment rates and troubles with the EEOC. The solution to these problems is to increase diversity through purposeful diversity hires and instill a sturdy diversity-appreciating culture within the company. Revision of the recruitment processes, demands towards candidates, and overall company strategy will help the company achieve its goals.
References
Syed, J., & Ozbilgin, M. (2019). Managing diversity and inclusion: An international perspective. Sage.
Williams, D. A., & Wade-Golden, K. C. (2023). The chief diversity officer: Strategy structure, and change management. Taylor & Francis.